What works in research doesn’t often transfer in practice. Learn what Dawn Klinghoffer, Microsoft’s HR Business Insights lead, has to say about navigating the research-practice divide and bringing analytics to the business.

Sometimes it’s less about what data you have and more about how you communicate it to the rest of your business. Learn how Geetanjali Gamel, Director of Workforce Analytics and Planning at Merck & Co., Inc. and her team use research to influence decision making.

Organizations have started using nudges, or simple interventions that change behavior in a predictable way, more deliberately in the last decade. What can HR do to harness the power of behavioral economics to improve the work experience in organizations?

Have you ever tried to find a clear pathway but ended up drowning in data that seem to make everything more murky instead of less? Before you dive into data collection, try a bit of question reflection to make sure you understand what sorts of data will, and won’t, be useful.

More people are biking to work than ever before. The number of trips made by bicycle in the U.S. rose from 1.7 billion in 2001 to 4 billion in 2009, and since the year 2000, bicycle commuting rates in large bike-friendly communities has increased by 105%.

Even with the rise of people analytics, there is still a large gap between what organizational science recommends and what organizations actually do. Partnering with graduate students is one way to close this gap.

Talya Bauer and David Caughlin, Portland State UniversityFebruary 02, 2017

How Human Resource Information Systems (HRIS) is taught hasn’t changed much in decades while workplaces have undergone a technological and data revolution. To prepare future business leaders, we have the opportunity to rethink how business schools teach and leverage HRIS.

You don’t need a department of in-house social scientists to do your own people research. Partnering with an academic can be a win-win, furthering the science and helping you make data-driven organizational decisions.

The idea of using behavioral science to help government agencies more effectively serve their constituents sounds great. But how do you build a high-impact, science-based organization within the government when you have no budget and no formal authority?